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1991 :96) ifthere isa feeling that flexibility is needed on a particular issue, or when the
negotiating parties do not want to be pinned down on a certain issue.
In such a situation it is advisable to take extreme care because such an
agreement may in the long run lead to problems especially if only one of the parties
wants to leave a certain issue open-ended. Rather than being pinned own on an issue
you do not agree with, it is preferable to pull out of the deal if you have better
alternatives.
Ifyou cannot pull out ofthe deal, you need to consider how great the risk is and
demand greater benefits or concessions in other aspects of your agreement. This is
known as the "risk/reward ratio".
Selecting your Proper Strategic Approach
The approach you will follow when you are at the negotiating table is very
important during the preparation. It depends partly on your previous knowledge ofyour
opponent. However, if you have had no dealings with him before, then you have to be
very cautious in your approach.
Fuller (1991:98) proposes that you first work at setting the right tone of "trust
and credibility". This will facilitate the negotiation process. Mutual trust can be
destroyed by entering into negotiations with preconceived ideas about your opponent,
which may be based on how reliable your source is, or whether he is biased or not.
Sometimes you may judge a person by \vhat you experienced with another person. A
"personality clash" or "complex negotiation" can also diminish trust between people.
Therefore negotiations must be entered into cautiously so that you get an idea about
how your opponent intends to negotiate and make adjustments to your approach where
necessary.
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